N2Growth Blog

MAY 16, 2010

Posted on October 13th, 2010 by admin in Operations & Strategy By Mike Myatt , Chief Strategy Officer, N2growth How dumb is your business? It will be interesting to see if the next round of Google innovation will be as successful as the beauty of their initial simplicity.

Business Model 298

Business Model Brand Blog Supply Chain 298

Women on Business

JANUARY 24, 2011

Being sharp means being succinct. If you rely on searches for your background research, so will those you work with (if they are sharp). Connect as many strengths and resources as possible, for innovation lives in fresh combinations. Additionally know what you have to trade. Rehearse your pitch. Test and have ready for business.

Press Release 100

Press Release Discount Sharpe Advertising 100

N2Growth Blog

OCTOBER 21, 2010

Those who place the care and regard of others above advancing their personal, positional, professional or political agendas will garner trust, respect and influence. “Those who place the care and regard of others above advancing their personal, positional, professional or political agendas will garner trust, respect and influence.”

Blog 419

Blog Gordon Learning-by-Doing Open-book 419

N2Growth Blog

DECEMBER 30, 2010

Thanks for a wonderful 2010. All the rest of this stuff is just politics and money." Great professional achievements are tarnished against a backdrop of personal failure. You've helped me a great deal in this area Mike. Thanks for the great reminder. " Thanks for this powerful and important reminder, Mike.

Blog 387

Blog Career Learning-by-Doing Advice 387

Harvard Business Review

OCTOBER 16, 2014

Every few hundred years throughout Western history, a sharp transformation has occurred,” Peter Drucker observed in a 1992 e ssay for Harvard Business Review. “In In a matter of decades, society altogether rearranges itself – its worldview, its basic values, its social and political structures, its arts, its key institutions.

Drucker 14

Drucker Survey Learning-by-Doing Knowledge Management 14

Harvard Business Review

MARCH 23, 2011

The answer is the sharp and unexpected rise of existential risk. Every half century or so, the risk assumptions underlying our economic, social and political foundations change dramatically. A former assistant managing editor for Business Week , he is professor of Innovation and Design at Parsons The New School for Design.

Uncertainty 13

Uncertainty Supply Chain Scenario Planning Sharpe 13